One of the reasons why project fails is the lack of executive management support; they are the ones that can set direction, ensure that it's followed, and commit resources to achieve it. (PMI, 2010)PMI's Government Program Management Study collected information from forty different programs across a wide variety of government agencies found that 81% of program managers at U.S. government agencies said that strong support from one or more executive-level personnel had a high impact on project success. (Nader Sh. Kandelousi, 2011)Suggested that executive support can be seen in various forms.For example, helping teams with overcoming hurdles, showing commitment to the work and encouraging the team. Usually, top management support refers to the delegation of necessary power to project leaders and project team and also results in the availability of timely financial resources. (Sabherwal, 2006)The study shows that top management support positively affects three measures of project success user satisfaction, perceived usefulness, and use system. Researchers suggested that top management should represent themselves as project champions for successful implementation of IT project(Naranjo-Gil, 2009).Project Champions "Are managers who actively and sincerely support their personal vision for using IT, driving the project over or around approval." (Beath C. M., 1991).Project champions must effectively communicate the organization's vision, goals and expectations to the team throughout the life cycle without crossing the line into micromanagement. Being an active project champion requires a delicate balance of involvement and trust in the project team. Top management support provides guidelines to the project managers to lead the project successfully. Thus, top management support acts like glue between project success and project leadership that can strengthen or weaken the relationship.